A lot of the pain that large and medium-sized organizations are facing boils down to scaling. It is not difficult to have 5-10 people working together in one room. However, as your business becomes more successful and your hiring increases, you will start to see problems. At Jimdo, the approach to scaling relies on three major factors: culture, communication, and kaizen.
John Kordyback explains why you should and how you can introduce Continuous Delivery into a typical enterprise, where dozens of systems adopted over the years generate massive complexity. Learn how value-stream mapping and Lean Startup thinking help to create a deployment process which serves as a solid foundation for further improvements on the whole software change lifecycle.
A practical approach to implementing eXtreme Programming as a methodology. This article first sets the stage regarding the values, roles, plan & manage, and design & development principles of XP are. Then it discusses a personal experience from an Agile Coach perspective implementing eXtreme Programming followed by recommendations, and conclusion.
The people’s Scrum is a collection of essays on agile ideas and practices. InfoQ interviewed Tobias Mayer about people, teams and self organization with Scrum and about AgileLib.net.
Andrew Phillips and Jenkins creator Kohsuke Kawaguchi review state-of-the-art plugins and solutions in the Jenkins ecosystem for achieving efficient, reproducible and secure delivery pipelines.
Victoria goes it alone when painting her kitchen, with dubious results... Here she tells the lessons she learned and how they provide a perfect analogy for pair programming. 1
InfoQ reached out to experienced ops engineers to ask them what is “Immutable Infrastructure”, its borders as well as its benefits and drawbacks, in particular compared to desired state convergence. 1
This second article in the “3 years of Kanban at Sandvik IT” series focuses on the lessons that the System Development Office learned when sustaining the Kanban method during this 4 years journey.
The story of an internally driven and remarkably smooth Kanban implementation approach which quickly rewarded Siemens with real and sustainable improvements in predictability, efficiency and quality. 14
This third and last article in the series on the Kanban “nine values, three agendas” model explores the survivability agenda: the humane, start with what you do now approach to change.
Do you find it hard to say no when others ask you for help - even when you are already too busy? In this article, we examine the problem of chronic overcommitment, what causes it and some solutions. 1
A story of an enterprise-wide Kanban implementation, with step-by-step information on how to run Kanban kick-starts and assessments to install a culture of continuous improvements in the enterprise. 2